Senior appraisal

The senior appraisal, like the appraisal interview, is a confidential discussion between the immediate manager and the employee. It aims to clarify expectations and align the needs of both the employee and management.

Additionally, it forms the basis for long-term planning on how the employee's competence and needs can best be transferred to other colleagues when retirement plans are being considered.

The head of the department may agree that the faculty director conducts the appraisal with employees in academic positions, or that it is conducted jointly if deemed beneficial and approved by the employee.

Phases of the senior appraisal

Preparation

A successful senior appraisal will, among other things, depend on the preparation of both parties.

Manager’s preparation

Set a time for the appraisal
The appraisal should be scheduled well in advance. The manager is responsible for the invitation.

Location for the appraisal
Choose the location carefully. Find a room that is free from distractions and provides a pleasant and relaxed atmosphere.

Preparation and professional focus
As part of the preparation for the appraisal, it may be helpful to review the manager’s guide (only in Norwegian) for conducting the senior appraisal.

Remember:

• Ensure consistency between what you say and what you do.
• Be creative and try to find solutions.
• Ensure realism in the measures you identify. Do not promise more than you can deliver.

Employee’s preparation

As preparation for the appraisal, it may be helpful to ask yourself the following questions:

Personal experience of the work situation and job performance.

Future outlook / career opportunities

• How do you perceive the external environment (e.g., technology, student intake, societal development, etc.)?
• How do you expect this to impact your job in the next 2–10 years?
• What do you believe you can contribute to the organisation's future development?
• Is there any area where you feel you need further competence development?
• If you are considering reducing your workload or combining work with retirement, have you communicated this to your employer?
• Have you considered an emeritus arrangement?

Experience transfer

• How can your experience best benefit the University of Agder (UiA)?
• Do you have established networks and contacts that have been useful and that will be important to integrate others into?
• How can the transfer of experience to younger/other employees be best ensured?

If you propose measures, remember that the manager must assess whether the measures:

• Address the needs of both the employee and the employer.
• Are realistic and feasible. Note that academic staff typically cannot expect to be exempted from teaching responsibilities.
• Are individualised. This means they are not general rights for employees but rather a shared interest between the employee and the employer to develop individual resources. The goal is both to realise potential and to enhance well-being, creativity, and efficiency in the workplace.

Implementation

The framework for the discussion is the University of Agder's template for senior appraisals (in Norwegian). This serves as a starting point for the topics you may cover during the conversation.

A brief summary or action plan should be prepared, outlining the conclusions or measures agreed upon. This should also include deadlines for the follow-up of any measures, as well as who is responsible for their implementation.

Follow-up

The follow-up involves finding practical solutions for any measures proposed during the senior appraisal and providing feedback on measures that cannot be implemented within the University of Agder's framework.

Some ideas may require the manager to seek clarification higher up in the system or consult with other managers or colleagues. This should be done in agreement with the employee.

It is recommended to agree on a follow-up date and, if necessary, schedule a new meeting to review progress.

Measures and the action plan should be archived in Public 360.